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.ERFORMANCE APPRAISAL.ERFORMANCE APPRAISAL1.SNEHA PARMAR.2.ANNU KANDA.
3.PRIYANKA SAMANI
4.DHARTI RANA.
5.PRIYA MISTRY.6.MEGHA POWAR.7.
8.
9.
10.
11.
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Encouragement is the
.key to performance
Reward is even greatersource of encouragement
when it's beyond justwords
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Performance Appraisal in CallCentre.
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Introduction
Commitment &Effort from theemployees.
The participativestyle:
For eg: Work teams,
Quality circles &Regular performance
appraisals.
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Meaning
Performance appraisal-
It is a method of evaluating the behaviour of
an employee at the work place, normally includingboth quantitative and qualitative aspects of job
performance.
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Process of obtaining, analyzing and recordinginformation about the relative worth of anemployee
Powerful tool to calibrate, refine and rewardthe performance of the employee.
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DefinitionFlippo:
"Performance appraisal is the systematic, periodic
and an impartial rating of an employees excellence
in the matters pertaining to his present job and his
potential for a better job."
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Focus is measuring and improving the actual
performance of the employee and also the future
potential of the employee.Aim- is to measure what an employee does.
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AimsFeedback.Training needs.Basis for personnel
decisions.Organizational diagnosis
and development.Facilitates
communication-employee &administration.
To improve performancethrough counselling,coaching anddevelopment.
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Objectives
Judge the gap - the actual and thedesired performance.
To help the management in
exercising organizationalcontrol.Strengthen the relationship and
communication superior subordinates &
management employees.To diagnose the strengths and
weaknesses of the individuals.
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Clarity of the expectations and responsibilitiesof the functions to be performed by theemployees.
Judge the effectiveness of the other HRfunctions of the organization ( recruitment,selection, training and development.)
To reduce the grievances of the employees.
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rocess of PerformanceAppraisalEstablishing performance standards &Communication standards expectation
Comparing with standards Measuring the actual performance
Discussing results( )providing feedbacks -Decision making taking corrective action
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Communicating the standards to employees
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ctual Performance
Days
Measuring Actual Performance
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etPerformane tandards
Days
ctual Performanc
Days
Deviation
Comparing Actual Performance with Standards decided
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Discussing Actual Performance
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Offering Guidance / Taking Corrective Action
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METHODS OF PERFORMANCE
APPRAISAL
Traditional methods Modern methods
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Traditional methodsConfidential reports
Ranking method
Grading methods
Graphic rating scalesChecklist method
Critical incident method
Essay method
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Confidential report
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Ranking methodAdvt:Simple to understand
Less expansive
Less time consuming
Disadvt
Highly subjective
Possibility of ratersbias
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Graphic Rating ScalesAdvt:
Simple & easy tooperate.
Economical &uniformity.
Disadvt:
Heavy pressure on
rater.Time consuming as
lot of paper work isdone.
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E xa m p leFactors/considerations-
Quantityof output
Quality ofoutput
integrity initiative
ExcellentVery good
Good
Average
Below average
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Checklist methodStatements are askedDoes the employee work best under the
tension?......( )
Does they make mistakes frequently?.( )
Does he keep ahead of schedule?( )
Does he follow the instructions of hissuperior?........( )
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Critical incident method
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Essay method
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Modern methods
Management by objectives (MBO)
Assessment centre
360 degree appraisal
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360 degree appraisal
Advt:
Systematic datacollection.
Self development.Disadvt:
Sense of insecurity.
Involvement of manyraters.
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Assessment centreAdvt:Defines the criteria
Forecast futureperformance
Reduces raters bias
Disadvt:
Influence of subjectiveelements.
Employees may react innegative manner.
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MBO
Advt:Better team work.
Objective & result
oriented.Optimum utilisation ofresources.
Disadvt:
Not suitable to alljobs.
Not flexible.
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Merits & Demerits
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MeritsSuitable placementAssistance in self
improvement
Incentive to grow &develop
Cordial employer-employee relations
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Effective trainingprogramme
Human resourcesplanning &development
Employeecommunication
High employeemorale
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DemeritsTime consumingLimited stress on self
improvement
Absence of uniformstanderds
Helo effect
Horn effects
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Personal biasCentral tendency
Leniency in rating
Recency effectPrimacy effect
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ALL CENTERS IN INDIA
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INBOUNDSERVICES
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UTBOUNDSERVICES
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OBAL CONTACT CENTRE PO BRAND
UTSOURCING SOLUTION COMPANY
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EAD QUARTER MUMBAI
NITED STATES
NITED KINGDOM
EW ZEALAND
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v o work as a Business,artnerv ,o seedv urture andv evelop a long termassociation
ETHOS
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ISSION OFQA
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all Recordingapturethe" oice ofhe "ustomer
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CARE
areer planning
apid growth and development
mple opportunitmployeecentric
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Outstanding work environment Excellent growth opportunities -Family feeling between members
Ongoing appraisal Grievance cell
Respondez motivates its people via:
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Cultural elephone etiquetterocess trainingConversational
Listening
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ccent neutralization
.ime management
&elling Marketing
APPRAISAL AT SPANCO TELESYSTEM PVT LTD
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SPANCO
SPARSH RESPONDEZ
Can be briefly explained as below:
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DOMESTIC.
INTERNATIONAL
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ow is the structure of personnel and HR department?
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HR Accounts Department. Training & Developme
Attendence.
Recruitment.
Remuneration & Compensation.
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How frequently do appraisals take place?
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re the appraiser trained for doing the appraisals?
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What are the main purposes of these appraisals?
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To motivate people to work
To attain better results
To increase the work efficiency
To know whether the candidate who is working is suita
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n what criteria is the performance measured?
There are certain parameters on which the
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Attendance
Service level
There are certain parameters on which theperformance is measured, few are listed below:
K t t k d d b h k d
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SERVICE LEVELS.
INBOUNDSERVICES
OUTBOUND SERVICE
Key parameters tracked and benchmarkedagainst Service Level .
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raisal interview held? How do the appraisers prepare for th
Th i l h ld i S i l R &
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The appraisals are held in Special Rooms &@ Special Day.
The appraisers are trained & provide withrelevant & correct information regarding thecandidate and his work .
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.
e the standard performance levels & key performance a
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The standard performance level is 85% of successfulcalls resolved i.e. more than 85% of the problems must
be solved . The caller must be satisfied with the solution provided
by the employee.
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How are the appraisees evaluated?
On their performance.
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On their performance.The quality service they provide to thecustomers.
AS, The main crux of our call center is toprovide quality service at minimum cost andin minimum time.
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What are the problems faced?
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There may be a chance of biased appraisal
Some candidates may find it difficult to openup.
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w are the employees motivated to perform better
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How is the need for training assessed?
After appraisal process is fully done
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After appraisal process is fully done.It becomes clear where the appraisee is lacking behind.
That area is considered training & development program isarranged.
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How do you follow up?
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Open
Strictly based on the performance of the individual
Some examples of the methods followed by SpancoTelesystem Pvt Ltd are given below:
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Work is performed neatly andis accurate. Work is consistent,thorough and complete.
Observations
Outstanding.Exceeds expectations.
Meets expectations.Improvement needed.Unacceptable.Not applicable.
Quality of Work.Quality of Work.
Telesystem Pvt.Ltd. are given below:
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J b K l dJ b K l d
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Understands The Job
Requirement & Has SpecificContent Knowledge WhereAppropriate.
Observations
Outstanding.Exceeds expectations.Meets expectations.Improvement needed.Unacceptable.
Not applicable.
Job KnowledgeJob Knowledge..
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